開放式創新的瓶頸？Nokia與Apple在智慧型手機產業競爭的啟示

The bottleneck of Open Innovation ? The Comparison between Nokia and Apple in Smart phone Industry

王君毅(Max Wang)

指導教授 ： 胡美智

國立清華大學/科技管理學院/經營管理碩士在職專班/碩士(2010年)

摘要

本文以產品市場進入策略與產業生命週期的關係，探討Apple的Nokia在價值鏈(網)創新的結構性因素與績效差異，以驗證本研究探討企業體如何在傳統手機產業處於生命週期成熟期階段時，運用既有產業資源，結合價值鏈創新的策略選擇，使智慧型手機的產品生命週期得以由導入期跨入成長期階段，創造另一個產業生命周期開端的四個假說。本文的四大結論分別是: (1) 當單一產業的生命週期由成長期邁入成熟期後，既存的開放式創新價值鏈(網)，很容易形成創新僵化瓶頸，多數產業都需要在這個階段與封閉式創新策略做輪替，以活化及延續產業的另一波新高成長週期; (2) 在產業生命週期進入成熟期時，新進業者基於該產業開放式創新所累積的資源，其進入策略若採取相反於原來既存業者的價值鏈創新策略，較容易產生破壞式創新的市場利基；(3)產業生命週期由成長期進入成熟期初期，可視為新進業者採取不同於既有廠商進入策略的好時機;(4)封閉性創新的策略選擇，必須建立在開放性創新的資源基礎下，新產品/服務的市場價值才能達到極大化。

關鍵字

智慧型手機 ； 諾基亞 ； 蘋果 ； 開放式創新 ； 封閉式創新 ； 生命週期

並列摘要

The purpose of this research paper is to investigate how a company in a mature industry is capable of remaining competitive by exercising its existing industry resources, and modeling an innovation value chain for itself to highlight the drivers of innovation, productivity and firm growth. Through the case study of smartphone vendors Nokia and Apple, we discuss how the two deploy their distinct strategic organization models in a mature industry. One firm develops its new business and market new products within its boundaries. Another firm looks for other ways to increase the efficiency and effectiveness of its innovation process, for instance, through active search for new technologies and ideas outside the firm. The four major conclusions of this context are:

(1)When one industry’s life cycle from growth stage enters to maturity stage,The existing opne innovation value chain is easily to become the bottleneck. At this stage, most of industry needs to rotate with close innovation model, In order to activate and extend the wave of new high-growth industry cycle.
(2)As an industry enters its maturity, it will be easier for new comers to create value from innovations through their business model which elements are sourced internally or externally. They shift towards a more open way of innovating.
(3)When an industry enters the beginning of its maturity, there are opportunities for newcomers to tap into the industry with their business strategy that differs from the existing players.
(4)Executing under a closed innovation model should be fully supported by internal and external resources accessible through open innovation model, in order to maximize market value of new products and services.

並列關鍵字

Smart phone ； Nokia ； Apple ； Open Innovation ； Close Innovation ； Life cycle

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